Message from the chair

Ontario's agri-food sector is the cornerstone of our province's success, with almost 80% of our farm gate value attributed to the province's regulated marketing sector.

Continuous changes in consumer demands, global markets, trade, the environment, labour and business have created new issues and obstacles; however, where there are issues, there are also opportunities.

The Ontario Farm Products Marketing Commission's (Commission) key priorities are to ensure that Ontario's marketing boards and Section 12 representative associations are performing effectively, that we are helping foster stakeholder collaboration to achieve sector solutions, and that we are doing everything that we can to help advance Ontario's interests in regulated marketing provincially, nationally and globally.

As Commission chair, I have the opportunity to meet with our boards to hear about their successes, opportunities and challenges. To be successful in today's global environment, you need to focus on industry partnerships, collaboration and innovation.

I have seen firsthand the benefits of strengthened partnerships and collaboration across the value chain and how these relationships have supported the great work being done by our boards to benefit all industry participants.

Whether through ongoing leadership, improvement to the regulatory framework, or our strong relationships with industry, the Commission strives to build Ontario's regulated marketing sector for the future.

In 2018–19 the Commission welcomed David Hagarty, the new director and secretary to the Commission and Cameron McWilliam as a new Commission member.

2018–19 was a very busy time, and I am proud of the Commission's accomplishments. I am also aware that more work can and needs to be done. The Commission and the staff within the Secretariat, are committed to providing the ongoing leadership and support needed to ensure that Ontario's regulated marketing sector remains dynamic and competitive.

Jim Clark
Chair, Ontario Farm Products Marketing Commission

Role of the Commission

The Ontario Farm Products Marketing Commission (Commission) is a regulatory agency, without a governing board, established under the authority of the Ministry of Agriculture, Food and Rural Affairs Act.

It is directly accountable to the Minister of Agriculture, Food and Rural Affairs (OMAFRA) for its performance in fulfilling its mandate and its compliance with government policies and directives. The minister, in turn, is accountable to Cabinet and the Legislature for the Commission's fulfillment of its mandate and for reporting on the Commission's affairs.

The Commission provides oversight and leadership to the province's 22 marketing boards and three Section 12 representative associations established under the Farm Products Marketing Act (FPMA) and the Milk Act (MA). A list of the boards and associations can be found in Appendix I.

Vision

Dynamic, competitive agri-food sectors.

Mission

Lead, supervise and direct Ontario's regulated marketing system to effectively adapt to change.

Mandate

Advance an effective and accountable regulated marketing system that creates investment confidence and promotes economic growth in Ontario's agriculture and agri-food industries.

Strategic objectives

  1. Oversee and facilitate marketing board and representative association effectiveness and accountability.
  2. Foster enhanced stakeholder collaboration to achieve whole sector solutions.
  3. Advocate for Ontario's interests in regulated marketing nationally.

Strategy

  • Administer the FPMA and MA, and the associated legislative and regulatory framework for the regulated marketing system in Ontario.
  • Develop and implement regulated marketing policy in collaboration with OMAFRA.
  • Oversee marketing boards to ensure that they operate within the powers and authorities delegated to them.
  • Provide leadership in the form of advice, facilitation, direction and education to Ontario's marketing boards and section 12 representative associations.

Commission team

The Commission is comprised of a chair, vice chair and four members, all appointed by the Lieutenant Governor in Council.

The diverse membership is made up of producers and processors with a variety of business, industry and commodity experience.

2018–2019 members

Jim Clark, chair
First appointed to the position: June 16, 2017
Appointment expiry: December 13, 2019

Valerie Gilvesy, vice chair
First appointed to the position: August 17, 2017
Appointment expiry: August 16, 2019

Bette Jean Crews, member
First appointed to the position: April 18, 2012
Appointment expiry: April 17, 2022

Valerie Hobbs, member
First appointed to the position: December 17, 2013
Appointment expired: December 16, 2018

Robert Anderson, member
First appointed to the position: May 13, 2015
Appointment expiry: May 12, 2020

Dan Cohoe, member
First appointed to the position: May 27, 2015
Appointment expiry: May 26, 2020

Cameron McWilliam, member
Appointed to the position: December 31, 2018
Appointment expiry: December 30, 2020

The Commission is also supported by Secretariat staff who provide Commission members with information, administrative support, and policy analysis and advice on issues impacting each commodity.

2018–19 accomplishments

Open for Business

Open for Business is a key priority for Ontario's government, with the objective to remove overly prescriptive requirements for businesses, reduce government duplication and overlap, provide clarity to the public, reduce administrative burdens and improve efficiency in order to lower business operating costs and improve Ontario's competitiveness.

In November 2018, the Commission posted proposed amendments on the regulatory registry under the MA to eliminate costly and prescriptive requirements for dairy processors, as well as small food service and retail operators, while maintaining food safety standards. The Commission and OMAFRA consulted with key stakeholders, including the Dairy Farmers of Ontario (representing cow dairy producers) and the Ontario Dairy Council (representing processors), prior to finalizing the amendments and will continue to work with these organizations to identify future Open for Business opportunities.

Oversee and facilitate marketing board and representative association effectiveness and accountability

The Commission works closely with marketing boards and Section 12 representative associations to ensure that they are performing effectively. This includes monitoring their financial stability, helping them develop and maintain relationships along the value chain, ensuring they adhere to governance best practices, providing guidance during strategic planning and keeping track of marketing system adjustments.

Providing leadership and assessing board performance

The Commission strives to maintain open and transparent relationships with its boards to ensure that they feel supported and that they operate within the authorities delegated to them.

Working closely with board and association chairs and staff provides the Commission with an opportunity to foster an environment of open communication, where boards can feel comfortable reaching out to the Commission for guidance and support in managing industry issues.

Marketing boards and representative associations appear before the Commission at regular intervals for formal reviews in order to report on their activities and strategies. In 2018–19, eleven marketing boards/representative associations appeared before the Commission.

The Commission is working to continuously enhance its oversight and monitoring of board practices. Secretariat staff assess each board annually, which includes a review of:

  • governance practices
  • finances
  • succession planning
  • a market overview
  • analysis of the sector
  • value to their members
  • opportunities for sector growth
  • industry relations
  • key board activities such as research, promotion and marketing

The information gathered is used to advise boards on areas of improvement.

The Commission is currently working on developing a more rigorous and standardized board review process and will have it in place early 2019–20.

Ensuring sound financial management

Secretariat staff assess each board's and Section 12 representative association's financial statements to ensure that they are financially sound and sustainable, and that they have sufficient financial reserves to address potential sector issues.

Long-term planning

All boards are expected to have a long-term strategic plan in place outlining their future direction and succession planning.

Annual board governance training

The Commission delivers an annual governance training session designed for new board directors and senior staff.

Eighty-nine per cent of the participants who attended the Commission's April 2018 training session stated that the information provided was informative, comprehensive and met their needs.

Processing vegetable sector

The processing vegetable sector has experienced some challenges over the past few years with deteriorating relationships between the Ontario Processing Vegetable Growers (OPVG) and vegetable processors.

In October 2018, OPVG transitioned to a fully elected board. The minister asked the Commission to provide OPVG with an advisor to support the board during this transition period. Jason Lietaer of Enterprise Inc. reviewed OPVG's governance and operations processes and provided advice on how to best move forward.

In January 2019, OPVG's Commission-appointed chair, Suzanne van Bommel, resigned from her position and Dave Hope was appointed in her place. Ms. van Bommel was then retained by the Commission to provide advice to both the Commission and OMAFRA, primarily focused on board governance and developing opportunities for growth across Ontario's regulated marketing sector.

While 2019 processing vegetable negotiations were completed, the process proved to be difficult. In response to the challenges, OMAFRA's minister directed the Commission to develop a new processing vegetable marketing approach that includes direct contracting between processors and tomato growers, and to consider alternative marketing approaches for other processing vegetables. The minister indicated that a new approach is needed to promote processing investment, enable growers to be profitable, and result in a sector that is competitive and sustainable in the future.

A proposal was posted on the regulatory registry on April 18, 2019, in alignment with the minister's request. The proposal also included amendments that would enable an open, fair and transparent board member election process for OPVG through modern governance and election techniques.

Promoting and supporting good governance

The Commission is currently exploring ways to help marketing boards provide enhanced governance, accountability and transparency in regulated marketing on behalf of their members.

Regulations that support the needs of boards today and tomorrow

The Commission has extensive authority to establish, amend or revoke regulations under the FPMA and MA to help support producers, processors, consumers and Ontario's agri-food sector as a whole. As part of this authority, the Commission also monitors boards to ensure that they are adhering to the authorities delegated to them.

By means of regulation, the Commission delegates certain authorities to the boards related to regulated marketing. These authorities vary considerably among boards and may include powers to:

  • promote their commodity
  • provide marketing information to their producer-members
  • directly fund production and market research, or co-ordinate it from other sources
  • participate on industry advisory committees
  • negotiate the minimum price that will be paid to producers and/or other terms and conditions of sale
  • set the price that will be paid to producers of a specific commodity
  • determine how much each farmer can produce and/or market through production quotas

By working closely with boards, the Commission has the ability to create and amend regulations so that they remain relevant for the industry in today's global economy.

2018–19 amended regulations

The Commission supports a regulatory environment that provides for the needs of the boards as well as the needs and interests of the value chain.

Posting proposed regulation amendments on Ontario's regulatory registry for public comment allows the Commission to gather feedback and input from those most affected by the regulations. All comments received are considered before any final amendments are made.

Under the Farm Products Marketing Act
Ontario Regulation 125/14 Apples — Marketing

Adjustments were made to the timelines for the negotiation of annual agreements between the Ontario Apple Growers and juice apple processors. The amendments came into force on May 2, 2018.

Ontario Regulation 428 Seed Corn — Plan

Amendments were made to include the amalgamation of Districts 1 and 2, to increase board member term limits from two to three years, and to introduce a new consecutive term limit of four terms, followed by a mandatory one-year period of ineligibility for board election. The amendments came into force on November 29, 2018.

Ontario Regulation 440 Vegetables for Processing — Marketing

Amendments extended the 2019 negotiation deadlines for tomatoes and sweet corn by 14 calendar days. The amendments came into force on May 1, 2019.

Under the Milk Act
Ontario Regulation 761 — Milk and Milk Products

On November 19, 2018, proposed amendments were posted on the regulatory registry to help reduce burden for existing dairy processors, new and expanding dairy processors, and small foodservice and retail operations. The Commission and OMAFRA continue to consult with stakeholders on the proposed amendments to ensure that stakeholder concerns are carefully considered. Regulation 761 has not been amended as of this fiscal year-end.

Negotiated agreements

Each year, the Commission is required to bring agreements or arbitrated awards under the FPMA into force.

In 2018–19, 50 negotiated agreements were brought into force for processing vegetables, chicken, processing grapes, potatoes, soybeans, apples and a three-year agreement for tomato seedlings.

All agreements were brought into force by the Commission within three months of receipt of the signed agreements. In 2018–19, all negotiating agencies were able to reach agreement without the need to resort to arbitration.

Processor licences

Under the FPMA, the Commission has the authority to issue licences to processors of grapes for processing, asparagus, potatoes, tender fruit and vegetables for processing, as well as dealers of seed corn.

All processor and dealer licences were considered by the Commission within three months of receiving a completed application.

In 2018–19, the Commission issued 54 processor licences.

Commodity Licences issued or reissued during the 12 months ending March 31, 2019 Licences issued or reissued during the 12 months ending March 31, 2018 Total licences as of March 31, 2019
Asparagus 2 1 2
Grapes 42 41 283
Potatoes 3 5 22
Tender fruit 6 5 50
Processing vegetables 1 3 16
Seed corn 0 0 6
Total 54 55 379

Foster enhanced stakeholder collaboration to achieve whole sector solutions

By providing stakeholders with opportunities to work together and provide their input, the Commission is helping improve communication, collaboration and relationships along the value chain, including relationships between producers, processors, retailers, and government.

The Commission encourages boards and stakeholders to work collaboratively in an open and transparent fashion to achieve sector solutions.

Stakeholder consultations

The Commission strongly encourages its boards and associations to work closely with their grower members and stakeholders to determine support for various initiatives.

The feedback that the Commission receives through stakeholder consultations, regulatory registry postings, correspondence and expression of opinion votes, provides invaluable industry perspectives.

The Commission held five external stakeholder consultation sessions related to the proposed Regulation 761 amendments under the MA.

Industry advisory committees

Through Industry Advisory Committee (IAC) meetings, stakeholders are encouraged to speak freely about the issues that they are facing to enhance communication along the value chain and maximize market opportunities. This collaborative approach often results in industry led solutions.

In 2018-19, the Commission chaired 16 IAC meetings, which included a meeting of the interim Broiler Hatching Egg and Chick Industry Advisory Committee, currently in place until a formal IAC can be established in regulation.

The Fresh Asparagus Advisory Committee membership was expanded to include retailers and consumer representatives and the Berry Industry Advisory Committee was expanded to include marketing and wholesale representatives. Expanding IAC memberships brings additional perspectives to the needs of those sectors.

Industry engagement

Regular engagement between the Commission and Ontario's marketing boards and representative associations ensures that Commission members and staff are aware of issues impacting these industries. It also allows the Commission to build stronger relationships, trust and collaboration across the value chain.

In 2018–19, seven presentations were provided to the Commission by various stakeholder groups on issues and opportunities impacting their sectors.

Commission members and/or staff attend all marketing board and representative association annual general meetings, as well as various conferences, farm shows, district meetings, and board meetings to ensure that the Commission is informed of the successes and challenges facing today's agri-food sector.

Advocate for Ontario's interests in regulated marketing nationally

The Commission's goal is to support a regulated marketing system that promotes and meets the needs of Ontario's entire agri-food sector, its growers, processors and consumers.

Supporting Ontario's growth initiatives

The Commission works with the supply managed sectors to develop strategies to maintain and increase Ontario's share of the national allocation.

During formal board reviews, the Commission asked boards to provide updates on their growth initiatives and strategies and to provide them with advice on how to pursue potential opportunities to increase production over time.

As a result of the 2014 Differential Growth Agreement, Ontario's share of the national allocation of chicken continued to grow in 2018–19. The national allocation of the remaining supply managed commodities was maintained.

Promoting Ontario's interests nationally

As a signatory to federal, provincial and territorial agreements on supply managed commodities, the Commission strives to support national systems that are responsive to changing business and demographic needs, while continuing to serve Ontario's economic interests.

The Commission works closely with its stakeholders and OMAFRA, to stay aware of national and international trade issues impacting supply managed commodities.

In 2018–19, Commission representatives attended five national commodity meetings in support of Ontario's supply managed commodities.

Supply managed boards were encouraged to support a value chain approach, to provide a united voice and position during national discussions.

The Commission also encouraged the non-supply managed boards with national organizations to focus on developing a stronger presence at their national tables to ensure value for money at the national level.

Financial performance

The Commission's resource requirements (staffing and financials) are absorbed by OMAFRA and are incorporated into the ministry's business plans and financial statements which are subjected to review by the Auditor General of Ontario.

During the 2018–19 fiscal period, OMAFRA allocated $600,000 for the Commission's direct operating expenditures. This amount included funds for an advisor related to the processing vegetable sector, an anticipated mediation process, and anticipated increased number of Commission meetings, industry advisory committee meetings and out of province travel. At fiscal year end, the Commission's operating expenditures were $268,146 under its allocated budget. The decreased spending is a result of the cancelation of the mediation process and a government-wide spending freeze on expenses.

2018–2019 direct operating expendituresfootnote 1

Commission direct operating expenditures 2017–18 ministry expenditures 2018–19 ministry allocation Actual expenditures to March 31, 2019 Variances between allocation and expenditures
Transportation and communications $73,073 $90,000 $48,527 -$41,473
Services $450,989 $485,000 $274,142 -$210,858
Supplies and equipment $25,340 $25,000 $9,185 -$15,815
Total $547,845 $600,000 $331,854 -$268,146

Agency accountability

As the Commission is a provincial agency under OMAFRA, it must comply with the Agencies and Appointments Directive. 2018–19 agency accountability performance targets and results are detailed in Appendix III.

I approve and submit this 2018–2019 Annual report for the Ontario Farm Products Marketing Commission.

Original signed by: Jim Clark, Chair of the Ontario Farm Products Marketing Commission

Appendix I: boards and associations as of March 31, 2019

Marketing boards

The Milk Act provides authority to one marketing board that regulates milk and cream.

  • Dairy Farmers of Ontario

The Farm Products Marketing Act governs Ontario's remaining twenty-one marketing boards as well as 3 representative associations designated under Section 12 of the act.

  • Asparagus Farmers of Ontario
  • Berry Growers of Ontario
  • Chicken Farmers of Ontario
  • Egg Farmers of Ontario
  • Grain Farmers of Ontario
  • Grape Growers of Ontario
  • Ontario Apple Growers
  • Ontario Bean Growers
  • Ontario Broiler Hatching Egg and Chick Commission
  • Ontario Flue-Cured Tobacco Growers' Marketing Board
  • Ontario Fresh Grape Growers' Marketing Board
  • Ontario Greenhouse Vegetable Growers
  • Ontario Pork Producers' Marketing Board (Ontario Pork)
  • Ontario Potato Board
  • Ontario Processing Vegetable Growers
  • Ontario Sheep Marketing Agency (Sheep Farmers of Ontario)
  • Ontario Tender Fruit Growers
  • Ontario Tomato Seedling Growers' Marketing Board
  • Seed Corn Growers of Ontario
  • Turkey Farmers of Ontario
  • Veal Farmers of Ontario

Section 12 representative associations

  • Flowers Canada (Ontario) Inc.
  • Ontario Canola Growers' Association
  • Ontario Ginseng Growers' Association

Appendix II: 2018-2019 strategic objectives: performance measures

1. Ensure the effective performance of marketing boards

Strategic objective 1: ensure effective performance of marketing boards
Strategies Implementation Measure of success/performance target Results
Provide leadership to regulated marketing in Ontario
  • Ensure Commission operates in an open and transparent fashion.
  • Provide advice, facilitation and direction to Ontario's marketing boards and Section 12 representative associations.
  • Clearly communicate Commission's expectations to boards about the authorities granted to them.
  • Investigate and mediate disputes, including provisions for facilitation/negotiation/arbitration and conduct hearings if necessary.
  • Negotiated agreements between producers and processors and arbitrated awards are brought into force by the Commission.
  • Administration of the licensing program for processors of grapes, vegetables, potatoes, asparagus, and tender fruit, and for dealers of seed corn.
  • Transparency is demonstrated by publishing the Commission's governance documents online and posting proposed regulation amendments on Ontario's regulatory registry for public comment.
  • Advice and/or direction is provided to the marketing boards and Section 12 representative associations as required.
  • Boards understand the Commission's expectations including the authorities and powers granted to them.
  • Disputes are investigated and when necessary facilitation, negotiation or arbitration is provided.
  • Negotiated agreements and awards between the boards and processors are brought into force within three months of receipt of the signed agreement.
  • Processor and dealer licences are considered by the Commission within three months of receipt of a completed application.
  • Proposed regulatory changes were posted on the regulatory registry for 45 days for public comment.
  • Advice and/or direction was provided to the marketing boards and Section 12 representative associations as needed.
  • After each board's appearance before the Commission, a letter was sent to the board providing feedback, outlining the Commission's expectations and/or providing advice. In 2018–19 eleven letters were sent.
  • No disputes were brought to the Commission nor was arbitration required.
  • The Commission brought into force 2 negotiated agreements for processing vegetables for the 2018 crop year and 16 agreements for the 2019 processing vegetables crop. Another 32 agreements were brought into force for tomato seedlings, chicken, grapes for processing, soybeans, potatoes and apples. All agreements were brought into force within three months of receipt of the signed agreement.
  • The Commission issued 54 processor licences for grapes processed vegetables, potatoes and tender fruit.
  • All were considered by the Commission within three months of receipt of the completed application.
Monitor effectiveness of boards and assess their performance
  • Enhance the Commission's oversight and monitoring practices of marketing boards and representative associations.
  • A formal review of each board (board representatives meet with the Commission) at regular intervals.
  • Complete a board analysis annually, covering:
    • board governance
    • finances
    • market overview
    • sector analysis
    • value proposition to members
    • opportunities for sector growth
    • industry relations
    • key activities (research, promotion and marketing etc.)
  • Commission actively engages with board and association Chairs to foster open communication.
  • Develop a robust assurance framework to ensure boards are operating appropriately and within their delegated authorities.
  • Develop a more rigorous and standardized board review process.
  • A minimum of 8 boards/representative associations appear before the Commission for a formal review annually.
  • Secretariat staff complete an assessment of each board annually.
  • The Commission chair meets regularly with board and association chairs to further align industry and government priorities.
  • A certificate of assurance framework is being developed for implementation in May 2019.
  • A standardized review process is being developed for implementation in May 2019.
  • Eleven boards/representative associations appeared before the Commission.
  • Marketing board assessments were completed for each board.
  • Eight chair-to-chair meetings were held.
Ensure boards demonstrate sound financial management
  • Assess the annual financial statements of all boards and associations including reviewing financial reserve policies, trends and financial ratios.
  • Boards and representative associations are financially sound, sustainable and have a sufficient financial reserve to address potential sector issues.
  • Annual assessments of financial statements and financial reserves were completed by staff for all boards and representative associations.
Encourage boards to engage in long term planning
  • The Commission encourages boards to have a strategic plan in place to provide direction and context to their decision making and actions.
  • The Commission encourages boards to strive towards diversity in their membership.
  • The Commission encourages boards to develop succession plans for their organizations.
  • Boards are asked to provide the Commission with a copy of their strategic plan and Commission direction is provided when necessary.
  • The boards are encouraged to have a diverse membership (i.e. size of operation, age, gender, ethnicity etc.).
  • Boards are encouraged to demonstrate succession planning efforts and assistance is offered as necessary.
  • All boards were encouraged through reviews and discussions with Commission members and Secretariat staff to have a current strategic plan in place.
  • Advice was provided to boards that required additional support.
  • During the board review process the boards were encouraged to strive for a diverse board of directors.
  • During the board review process the boards outlined their succession plans and advice was offered when necessary.
Creation of a regulatory environment that supports the needs of the regulated boards
  • Review of board regulations to ensure authorities meet the needs of the board and/or the industry.
  • Pursue regulation amendments to meet industry and market needs.
  • Ensure boards are acting within the authorities as granted by their regulations.
  • Develop regulations to support new commodities within the regulated marketing system.
  • Number of regulations reviewed to address the needs of the board and/or the industry.
  • Number of regulations amended to meet industry and market needs.
  • Review of board activities to ensure they are adhering to the authorities delegated to them.
  • Number of new regulations created to support commodity additions to regulated marketing.
  • As part of the Open for Business initiative 73 regulations and 8 acts under OMAFRA were reviewed.
  • Three regulations were amended at the request of the marketing boards.
  • Board activities were reviewed to ensure they were operating within their authorities.
  • No new commodities were added to the regulated marketing system.
Provide training to boards and section 12 representative associations
  • A Commission delivered annual training session on best practices, good governance, and financial management which is designed as an introductory session for new directors.
  • Evaluate each training session for relevance and value to the participants.
  • All new directors and senior staff of boards and associations are encouraged to attend the governance training session.
  • Participants are satisfied that the session is relevant and appropriate to their needs as demonstrated by a minimum of 80% satisfaction rating on the evaluation form.
  • Annual training session was held on April 6, 2018.
  • Twenty-two directors and senior board staff attended the training session.
  • Overall 89% satisfaction rating.
  • Attendees reported that the information was relevant and appropriate to their needs.
Commission is knowledgeable about regulated marketing and factors influencing the system
  • Attracting experienced, knowledgeable industry experts to join the Commission.
  • Commission membership demonstrates the Commission's commitment to diversity.
  • Commission members have the necessary skills, knowledge and expertise to make well informed decisions.
  • Commission members are informed of industry issues and understand the market context for the various commodities.
  • Secretariat staff have the necessary skills, knowledge and expertise to support the Commission, boards and representative associations.
  • Commission members and Secretariat staff expertise is retained within the Commission to continue operations during times of transition.
  • The breadth of knowledge and experience of Commission members.
  • The diversity of the Commission members is demonstrated as it relates to types of commodity experience, gender, producer and processor experience.
  • A Commission member training plan is developed and implemented.
  • Commodity information is provided to the Commission members by Secretariat staff to ensure the members are well informed on issues impacting each industry.
  • Commission Secretariat training plans are developed and implemented.
  • A succession plan for members and staff is developed and implemented.
  • Commission membership is representative and demonstrates a wealth of knowledge and experience.
  • The Commission includes producer and processor representatives with a wealth of varied commodity experience.
  • A Commission member training plan is in the development stage.
  • Weekly and monthly commodity reports were provided to the members
  • Commission Secretariat training plans were developed and staffing capacity issues were addressed.
  • A members and staff succession plan will be developed.

2. Foster enhanced stakeholder collaboration to achieve sector solutions

Strategic objective 2: foster enhanced stakeholder collaboration to achieve sector solutions
Strategies Actions/implementation Measure of success/performance target Results
Provide leadership to facilitate stakeholder collaboration
  • The Commission provides opportunities to bring stakeholders together to achieve sector solutions.
  • Utilize Industry Advisory Committee (IAC) meetings to enhance communication along the value chain, to solve industry issues and take advantage of market opportunities.
  • Encourage boards to collaborate with processors and other value chain members.
  • Commission provides facilitated discussions to promote collaboration among stakeholders.
  • Number of IAC meetings held annually.
  • An expansion of IAC membership.
  • Board demonstrated consultation with relevant stakeholders to resolve issues or collaborate with other players in their value chain.
  • Several facilitated discussions were held.
  • Sixteen IAC meetings were held in 2018–2019.
  • The asparagus IAC membership was expanded to include retailers and consumer representatives and the berry IAC was expanded to include marketing and wholesale representatives. An interim IAC was established for the Broiler Hatching Eggs and Chicks until one can be established in regulation.
  • During the formal board reviews the boards outlined their consultation efforts with their stakeholders and value chain partners on various initiatives.
Consultation with stakeholders
  • Commission encourages the boards to conduct consultation sessions to determine stakeholder support for various initiatives.
  • Commission demonstrates the value of stakeholder input on various initiatives.
  • Commission demonstrates their support for stakeholder consultation.
  • The Commission encourages boards to engage in stakeholder consultations, particularly if they are seeking Commission support on an initiative.
  • The Commission hosts consultation sessions to garner feedback from stakeholders when necessary.
  • Commission website is used as a tool to share information with stakeholders and the public.
  • Boards demonstrated that they had engaged their stakeholders prior to seeking the Commission's support for their initiatives.
  • The Commission held five stakeholder consultation sessions related to the proposed Regulation 761 amendments under the Milk Act.
  • The Commission expanded the use of its website to better communicate with stakeholders and the public.
Increase inter-board networking and relationship building
  • Commission encourages boards to collaborate with other boards on issues of joint concern.
  • Boards are encouraged to look to other regulated boards for examples of best practices.
  • Commission encourages boards to seek opportunities for inter-board networking and relationship building.
  • Demonstrated collaboration among boards on issues of joint concern.
  • Boards utilize existing models for application in their own sector.
  • Demonstrated engagement and collaboration with other boards.
  • Several boards demonstrated their collaboration.
  • Boards utilized existing models for application in their own sector.
  • Boards demonstrated engagement and collaboration with other boards in areas such as jointly funded consultation, research projects and/or the pooling of resources.
Engagement with industry
  • Regular engagement with the value-chain ensures that the Commission is aware of issues impacting the industry and allows the Commission to build relationships across the value chain to foster collaboration.
  • Demonstrated industry involvement through member and/or staff attendance at Annual General Meeting (AGM), district meetings, board meetings etc. creates increased awareness of industry issues.
  • Have stakeholder groups attend Commission meetings to provide insights into the agri-food industry and to provide the Commission with a fulsome perspective on issues.
  • The number of stakeholder events attended by members and/or staff.
  • The number of AGMs attended by Commission members and/or staff.
  • Stakeholder groups appear before the Commission to provide insights to issues impacting their sector.
  • Twenty-seven stakeholder events were attended by members and/or staff.
  • All marketing board and representative association AGMs were attended by Commission members and/or staff.
  • Twelve Commission meetings were attended by stakeholder groups including OMAFRA's Policy Division, Food Inspection Branch, as well as a third-party advisor (J. Lietaer) to provide insights on a variety of issues.
Encourage industry to be proactive in developing sector solutions
  • The Commission encourages boards and stakeholders to work collaboratively to achieve sector solutions.
  • Demonstrated achievement of a sector solution by industry.
  • During board reviews the Commission encouraged boards to collaborate with stakeholders to achieve sector solutions.

3. Advance Ontario's interests in regulated marketing

Strategic objective 3: advance Ontario's interests in regulated marketing
Strategies Actions/implementation Measure of success/performance target Results
Support Ontario's growth initiatives
  • The Commission works with the supply managed sectors to develop strategies to maintain and/or increase Ontario's share of national allocation.
  • The Commission encourages boards to pursue growth opportunities.
  • Ontario's share of national allocation of supply managed production is maintained or increased over time.
  • During formal board reviews boards are asked to report on their growth initiatives/strategies.
  • Ontario's share of national allocation of supply managed production was maintained except for chicken where growth was achieved.
  • Boards were asked how they intended to support growth in their sector and advice was provided.
Promote Ontario's interests at the national level
  • Encourage industry players to develop a value chain approach to provide a united position at national discussions.
  • Support regulated marketing in Ontario by considering the needs of the entire value chain.
  • Encourage boards to strengthen non-supply managed national organizations and ensure value for money at the national level.
  • Advise and consult with national agencies on issues related to federal-provincial agreements to make them more flexible and market responsive.
  • Commission is aware of national and international trade issues impacting the supply managed commodities and advocates support of regulated marketing and supply management.
  • All supply managed commodities are encouraged to develop a value chain approach when dealing with national issues
  • Commission encourages its boards to work at the national level to address the needs of the value chain.
  • Strategic alliances are built with federal/provincial/territorial counterparts to support non-supply managed organizations.
  • Policy decisions made, and regulatory changes implemented to adapt to the needs of an evolving marketplace.
  • Commission is aware of national and international trade issues.
  • All supply managed commodities utilized a value chain approach when dealing with national issues.
  • In discussions with supply managed boards, the Commission continued to reiterate the position that Ontario needs a strong presence at the national table with the objective of securing a larger share of national production in Ontario.
  • Commission representatives attended five national commodity meetings.
  • Non-supply managed boards were encouraged to develop strategic alliances with their federal counterparts, where these counterparts exist.
  • Regulatory amendments were proposed under the MA to eliminate costly and prescriptive standards that will reduce regulatory burden for dairy processors, as well as small food service and retail operators.
  • Ministry provided monthly updates to the Commission regarding trade deals and the potential impacts to supply managed boards.
Assist in the creation of marketing boards and/or Section 12 designations
  • Provide advice and assistance to producer groups that wish to create a marketing board or representative association under the FPMA.
  • Conduct Expression of Opinion Votes (EOV) to determine producer support.
  • Expansion of regulated marketing to additional farm products through the creation of a new board or representative association.
  • Conduct EOV to determine producer support.
  • Advice was provided to three agricultural sectors on the process to becoming a marketing board under the FPMA and information was provided on the expression of opinion vote process.
  • No votes were held.
Consider consumer interests
  • Consider consumer needs when making policy decisions/regulation amendments.
  • Post proposed regulation amendments posted onto the regulatory registry for public comment.
  • One proposed regulation amendment was posted on the regulatory registry for public comment.

Appendix III: 2018–2019 agency accountability performance targets

The Commission is a non-board governed provincial agency under the Agencies and Appointments Directive (AAD). The chart below identifies the annual compliance requirements under the AAD, as well as the Commission's increased collaboration initiative with OMAFRA.

Goal Actions and implementation Measure of success and performance target Results
Compliance with the AAD
  • Annual 3 year business plan
  • Annual report
  • Ministry risk assessments
  • Emergency management plan (BSEP)
  • Accessibility for Ontarians with Disabilities Act (AODA) compliance report
  • Commission and minster MOU
  • Mandate review
  • Submit business plan to OMAFRA's minister by the deadline and post a copy of the plan on Commission's website
  • Submit annual report to the minister by the deadline and post a copy of the report on Commission's website
  • Submit quarterly assessments to OMAFRA by the deadlines
  • Submit updated BSEP to OMAFRA by the deadline
  • File an AODA compliance report by the deadline
  • Revise MOU between Commission chair and minister for compliance with applicable legislation, directives and policies
  • Review mandate as required (every 7 years) under the AAD
  • Submitted for approval
  • Submitted for approval
  • Completed
  • Completed
  • Completed
  • In development
  • Completed
Increase collaboration with ministry
  • Commission and ministry collaboration
  • Increase collaboration between Commission and OMAFRA
  • On going
Client service
  • Response to client requests or complaints
  • Client response target is within 2 business days
  • Achieved

Footnotes

  • footnote[1] Back to paragraph Changes in reporting: the Commission's resource requirements (staffing and financials) which are absorbed by OMAFRA, have been excluded.